CORONAVIRUS (COVID-19) AND SCSBC’S RESPONSE: Find the lastest updates here for students, faculty and staff.
CORONAVIRUS (COVID-19) AND SCSBC’S RESPONSE: Find the lastest updates here for students, faculty and staff.
As SCSBC celebrates its 50th anniversary this year, I thought it would be interesting to reflect on the journey from the past to the present by comparing financial benchmarking results for SCSBC member schools from the first year the reports were prepared, 2007, to the latest 2025 data. It was an eye-opening experience to see how our schools have grown, offering tangible evidence of how much God has blessed our communities over the course of these 18 years. For those of you whose schools are not SCSBC members, I encourage you to dig out a set of financial statements from 15 or 20 years ago to see for yourself how God has worked in your context and how past visions and strategic plans have come to fruition over the longer term.
In 2006/07, 33 SCSBC member schools generated $30 million of tuition and collected $36 million of basic government block grants. By 2024/25, those numbers had risen to $108 million in tuition and an incredible $ 91 million in block grants across 35 schools. Average tuition per student rose from $3,041 to $6,268, and the average tuition-to-grant revenue ratio has risen from 82% to 107%, showing schools have made crucial strides to raise tuition in concert with rising grants and higher costs. The benchmark goal has always been for parents to be at least equal partners with government in funding school operations, since the province of BC provides group 1 schools with 50% of the amounts paid to public schools. The ratio exceeding 100% shows that goal has been achieved for many schools.
In 2006/07, member schools spent $69 million to educate students and maintain their buildings, of which $49 million (71%) was staff compensation. By 2024/25, these numbers had risen to $241 million and $178 million (74%), respectively. Operating expenses per student in 2024/25, at $15,084, were more than double the $7,074 in 2006/07, reflecting both inflation and the important efforts schools have made to increase compensation packages and improve working conditions for their staff. Schools can continue to attract and retain talented staff who are dedicated to the organizational mission by investing in salaries, pension plans and other benefits, providing more preparation time, improving professional development opportunities, and better managing classroom size and composition. These investments, when combined with the many intangible benefits of working in a Christian school community, have made significant strides toward a more comprehensive remuneration package for school staff.
In 2006/07, schools had a total of $24.7 million of long-term debt. With several SCSBC schools having built new facilities in the last 10 years, they now collectively hold $140.7 million in long-term debt but own assets valued at about $326 million. While large mortgages can be intimidating for a school to take on, we can also see this as an amazing testimony to the vision that God has nurtured in our schools to grow the number of students and families they serve, and to how He has provided the resources to fulfill that vision. New buildings and renovations of existing facilities have resulted in total enrollment increasing by more than 70% over 18 years, from about 9,400 in 2006/07 to nearly 16,000 in 2024/25. Many schools now also offer preschool and daycare programs that help serve the needs of today’s families.
We can see this as an amazing testimony to the vision that God has nurtured in our schools to grow the number of students and families they serve, and to how He has provided the resources to fulfill that vision.
Some of these expansion projects are reflected in the rise of donations and fundraising income, from $5.5 million in 2006/07 to over $15 million in 2024/25. During this time, SCSBC schools have expanded their development departments, improved donor and alumni connections, and launched successful capital campaigns, all of which are reflected in these numbers. Many schools no longer rely on this source of income to cover regular operating expenses and can direct it toward capital and special projects, enabling donors to see the direct impact of their gifts. The culture of giving evident in the early years of our schools has continued in many different ways.
When it comes to inclusive education, SCSBC schools have embraced their role in serving students’ diverse needs. In 2007, member schools received about $3.2 million in special needs grants and spent about $3.9 million to address those needs, resulting in an average cost-to-grant ratio of 130%. Fast forward to 2025, and schools are collecting over $25.6 million of inclusive education grants while spending about $33.6 million, a similar spending ratio of 131%. Approximately 7% of students at member schools receive funding for inclusive education programs, a number which exceeds the estimated 5.8% (Rozwarski, 2018) of high-incidence students in the public school system. This is a visible demonstration that all of God’s children are valued as an important part of our school communities.
While some of these numbers and ratios can be explained by inflation and population growth, we can also pull some general messages and lessons from them:
As we look back to see how far schools have come, we also try to imagine what can be accomplished in the future. With trust in God’s provision, faith that allows us to envision His good and perfect plans, and some courage to make big choices and decisions, it will be amazing to see where the next 18 years take us. Soli Deo gloria!
Tracey Yan
SCSBC Director of Finance
